...One of the book’s definitions for Lean is “A systemic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.” I define lean as the continuous removal of waste, no matter how minor, from processes. Typical wastes involved with manufacturing are defects, overproduction, waiting, not utilizing employees, transportation, inventory, motion, and excess processing. I’m a production supervisor for a company located in Mooresville, Indiana. My company is one of the world’s leading producers of wet wipes and we are heavily involved with continuous improvement at our facility. We believe that continuous improvement activities are everyone’s responsibility and implementation must be taken seriously and supported by all levels of the organization. We believe that our customers are the reason that we exist and we must always provide them with a safe product or service. Kaizen events are held at least once a month with each supervisor expected to lead an event at least once a year. The main focus during our Kaizen events is waste (applicator, liquid, and packaging) reduction. We also target increased OEE (Overall Equipment Effectiveness) by reducing change-over times, reducing clean times, creating standard work/best practices and through enforcing the utilization of set up sheets for all equipment. We encourage our operators to seek better ways of doing...
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...TM Thinking Lean © Tim Pettry, 2008 Click to go to next slide TM Let’s get started © Tim Pettry, 2008 TM Click Economic crisis! Due to the recent economic crisis, it has become apparent that our current system of numbers is no longer working. To address this crisis, a new set of symbols has been created to replace the current numbers 1 – 10. It is imperative that we learn these new symbols as quickly as possible. Our world as we know it, depends on each of us to do our best! © Tim Pettry, 2008 TM Now wait for 45 seconds. 30 15 Let’s do it! 1. 6. - Click once when ready. seconds left 20 35 42 41 43 44 45 2 1 3 4 5 2. 3. 4. 5. - 7. That was 8. easy! 9. 10. © Tim Pettry, 2008 Take 45 seconds to memorize these new symbols for the numbers 1 – 10. X TM Write down as many of the new symbols as you can remember? Click when ready To check answers © Tim Pettry, 2008 TM Check your answers 1. 6. - 2. 3. 4. 5. © Tim Pettry, 2008 7. 8. 9. 10. - X Click to discuss when ready TM Click Discussion How many people got all 10 symbols correct? 9? 8? 7? 6? 5 and below? Were you distracted by the countdown on the left? Are there ever distractions when we are trying to learn? © Tim Pettry, 2008 TM Click Discussion continued Which symbols do most people get right? 1 – due to repetition 10 – Its different and it represents the...
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...MSRSAS - Postgraduate Engineering and Management Programme - PEMP
Module Code Module Name Course Department
EMM515 Lean Operations and Management of Lean Organizations M.Sc. in Engineering and Manufacturing Management Mechanical and Manufacturing Engg .
Name of the Student Reg. No Batch Module Leader
Liju G BUB0912004 Full-Time 2012. SANDEEP. N
M.S.Ramaiah School of Advanced Studies
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..." Benefits of Implementing Lean Methodologies: • Reduces process lead time to better service customers • Greatly improves throughput and asset utilization • Opens capacity for future growth opportunities • Reduces work-in-process inventory • Reduces set-up times • Avoids unnecessary equipment expense • Increases the number of inventory turns per year • Improves cash flow • Impacts your bottom line The Machine That Changed the World is a book based on the Massachusetts Institute of Technology's $5 million, five-year study on the future of the automobile, written by James P. Womack,Daniel T. Jones (scientist), and Daniel Roos. When The Machine That Changed the World was first published in 1990, Toyota was half the size of General Motors. Today Toyota is passing GM as the world's largest auto maker and is the most consistently successful global enterprise of the past fifty years. This management classic was the first book to reveal Toyota's lean production system that is the basis for its enduring success. Now reissued with a new Foreword and Afterword, Machine contrasts two fundamentally different business systems -- lean versus mass, two very different ways of thinking about how humans work together to create value. Based on the largest and most thorough study ever undertaken of any industry -- MIT's five-year, fourteen-country International Motor Vehicle Program -- this book describes the entire managerial system of lean production. Nearly twenty...
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...LEAN Principles in Today’s Manufacturing World Cock Sucking Strohm BUS 520: Leadership and Organizational Behavior Dr. Laura Jones Embry Riddle Aeronautical University Worldwide October 05, 2015 LEAN Principles in Today’s Manufacturing World LEAN is an innovative way of manufacturing that was first developed in a standardized manner by Henry Ford in 1913. When the automobile industry became large enough for the need to streamline the manufacturing process, Henry Ford took the lead and laid out steps in a process with the use of special-purpose machines and equipment. This standardized work and process became what was known as an assembly line. Henry Ford called this flow production. However, the innovation of Mr. Ford’s flow production was flawed. His system was only suited for one type of automobile with no variations except at the end of manufacturing offered by third party vendors (A Brief History of LEAN, 2015). When the World market wanted variety, other automobile manufacturers began to look for ways to improve on Henry Ford’s flow production system. One of the first to improve, modify, and fine tune the flow production system was Mr. Kiichiro Toyoda and a team of engineers at the Toyota plant. Mr. Toyoda realized that developing machining techniques to meet actual demand and to make those machines capable of being altered to develop different parts when needed was the next step in the flow production vision. This was the beginning of the Toyota Production System...
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...Lean Event (Kaizen Blitz) Agenda 1. What is Lean Event 2. Purpose of Lean Event 3. Lean Event Plan 4. Benefits of Lean Event Development of Lean Event (Kaizen Blitz) Kaizen Continuous incremental improvement Blitz To make a great effort to do something that needs to be done • • The origin of Lean Event concepts are pioneered by Toyota Production System. The concepts enabled the Toyota Production System to be the best in the world. Definition of Lean Event 1. Kaizen Activity – which means small step increment or continuous improvement activities 2. Short-term, intensive and focus effort to dramatically to improve the performance of a limited scope process. 3. Process for improving QDC by eliminating wastes 4. Process for learning Lean Manufacturing techniques 5. Technique to simplify existing processes with minimum money and maximum use of the people who daily make them work 6. The beginning of Lean transformation on the production shop floor Purpose of Lean Event 1. Speed of improvements can be realized quickly 2. Team are focused and free from daily operational issues 3. Team are creative and practical ideas are generated. 4. Intensity and urgency overcomes the intellectual resistance to new paradigm or ideas 5. Results generated are significant, clear and quick which will translate into enthusiasm and satisfaction. 6. Human development are enhanced as lean knowledge are being applied and transfer by relevant parties 7. Enhanced Learning by Doing Lean Event Principles...
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...Service LRS Drivers LDS Sort Team Carrier Partners I am pleased to provide you with my 3rd Quality update memo regarding our progress to provide GM’s FTW Dealer base with a Total Quality delivery experience. The theme of this update is: “Embrace Lean” Short of a 4-day stretch mid-month in which we had execution lapses, we had an overall successful month! Thank you for your continued passion towards delighting our GM Dealers. As Chad and Team continue to roll out Lean processes in the warehouse, we have seen the number of miss-sorts decrease. Team, good month on miss-sorts, but we can do better. Adherence to our process is the key. Sort team, I think you would agree, a miss-sort is more likely to occur when we have a lapse in process. Drivers, hopefully you are finding the curtains useful in the stop segregation strategy we have deployed. We are trying to make your jobs easier. Our miss-sort efforts are also paying dividends with overall claims reductions over the past 30 days. When I say ”Embrace Lean” above as a theme, please know we are not going back to the days of little to no process. We, as a company, have committed to be process driven and I, as the leader, have decided to Embrace Lean across our entire organization. We have to drive process each and every day and demand adherence to those procedures. We have started a layered audit process where we audit our procedures daily to make sure employees are properly trained, and that we are...
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...The Fly-by-Nite Corporation produces executive jets. It buys five jet engines a week from an outside supplier, Hot Jet Industries. Order costs are currently $50 for each order and holding costs are $20 per week. a. Determine Q* (lot size). How often on the average should orders be made? (N) b. Suppose you are assigned the job of redesigning Fly-by-Nite for JIT. How much would order costs have to be reduced to for lot size to be one? How often would orders be made? 2. The JIT Appliance Company wants to reduce order costs by automating the ordering system. Currently orders for an inventory of washing machine motors take one hour to prepare. Assume inventory receipts are instantaneous. It costs $5 per hour to make up an order and $20 per motor per week to hold items in inventory. Demand averages 50 items per week. a. Determine the Q* lot size. b. Suppose the firm wishes to reduce lot size to one. How much does order time need to be reduced to ensure this? Assume all other costs are unchanged. 3. Quickie Manufacturing produces Widgets in work cells. Lead time per widget is six days, work content is three days, there are eight work stations, the average sales (demand) rate is three per day, thirty-two pieces are in-process, and product process speed is twenty-one per day. Where may there be problems here from a JIT perspective? 4. A JIT system uses kanban cards to authorize production and movement of materials. In one portion of the system...
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...Understanding Quality and Lean Understanding Quality and Lean Quality management and lean systems or two very important terms used in the business and production world. Quality management is broken down into five concepts, dimensions of quality, cost of quality, six sigma, ISO, and quality tools. Lean systems is broken down into the following concepts, JIT, lean production, kanban, kaizen, and poka-yoke. The following write up will focus on two of these concepts, one from each term. From quality management I will discuss the dimensions of quality, and for lean systems, I will discuss lean production. The dimensions of quality consists of two half’s. One is for manufactured products and the other is for service. Dimensions of quality for manufactured products are broken down into nine categories, performance, features, reliability, conformance, durability, serviceability, aesthetics, safety, and other perceptions (Russell, Taylor 2014). The performance is the baseline of the product; how do we want this product to perform? Features are just that, the goods that are packed into a product. For example a heated toilet seat would be a feature of a brand of toilet. Reliability is how long the product will last when used properly. Conformance is how the product stacks up to the established standards. Durability, how tough and how long the product is going to last before I need to buy a new one. The ability to get parts or have your product fixed is serviceability. Anything the...
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...LEAN HOSPITALS “Mark Graban’s book has documented what is now happening in hospitals all across America as we learn to apply the Toyota Production System methodology to healthcare. This book lays out the nuts and bolts of the lean methodology and also describes the more difficult challenges, which have to do with managing change. Graban’s book is full of wins—these are the same type of wins that are happening at ThedaCare every day. I wish I could have read this book six years ago, as it might have prevented some of the mistakes we made in our lean transformation journey.” — John S. Toussaint, MD, President/CEO ThedaCare Center for Healthcare Value “Coupled with a foundation of alignment and accountability, the ideas in this book provide a powerful tool to help hospitals get closer to the goal we want – perfect care.” — Quint Studer, CEO, The Studer Group, author of Results that Last “Mark Graban is the consummate translator of the vernacular of the Toyota Production System into the everyday parlance of healthcare. With each concept and its application, the reader is challenged to consider what is truly possible in the delivery of healthcare if standardized systems borrowed from reliable industries were implemented. Graban provides those trade secrets in an understandable and transparent fashion.” — Richard P. Shannon, MD, Frank Wister Thomas Professor of Medicine, Chairman, Department of Medicine, University of Pennsylvania School of Medicine “There is an...
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...low productivity, poor safety, lack of quality and inferior working conditions are frequent (Pheng and Fang, 2005). Lean Construction seems to be accepted by the Egan Report (Egan, 1998) as one of the essential components for the future of the construction industry. Problems with the implementation of Lean Construction The transition of lean from manufacturing to construction is not a straight-forward though, as Jorgensen and Emmitt (2008) have revealed; • In lean manufacturing, the typical focus is on highly standardised, repetitive, production processes, which are not always relevant to the construction sector, with the exception of some repetitive building types • Current lean organisations in Japan can leave their employees working in hard and stressful conditions and are left with inferior rights to those of workers in western industrialised countries • The implementation of JIT, which requires small but frequent deliveries lead to increased pollution Pheng and Fang (2005) also observed difficult features with the implementation: • The large size of the building • The immobility of the constructed product • The high degree of complexity in the number and range of component parts and linkages • The expensive cost of production to produce quality and durable goods References Pheng, L. S., Fang. T.H., (2005). Modern-day lean construction principles: Some questions on their origin and similarities with Sun Tzu’s Art of War. Journal of Management...
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...Lean Manufacturing “Lean” is a term that was coined in the late 1980s based on a study of the Toyota production system. It is based on the concept of continuous improvement of both the process and the product, while eliminating non-value added aspects of the process. Focusing on the value added parts of the process, a set of principles and tools for reducing waste (“muda”) in production process was developed. Lean also identifies the waste created by overburden (“muri”) and uneven flow (“mura”). Improving the “flow” creates a more efficient process. By creating better flow, problems surface, and waste is eliminated by eliminating inefficiencies. Eliminating waste and creating efficient processes improves quality and reduces production time and cost. Muri can be eliminated in the preparation and planning process. It concentrates on what work can be avoided by designing an efficient process. During implementation, the focus is on eliminating fluctuations in scheduling or operations or mura. Once the process is in place muda is discovered and addressed by determining the root causes of the waste. These are then viewed in the context of the process and tied back to muri and muda and remedies are planned and implemented for the next project and the cycle is repeated. Seven types of waste are identified: 1. Defects The cost of replacing or reworking products is enormous. The goal should be to identify defects before the customer receives the products, thus avoiding...
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...A Lean Start James Swisher, PE Vice President, Project Management & Continuous Improvement Mary Washington Healthcare, Fredericksburg, VA Agenda • • • • • • Background Roadmaps Planning for Lean Self Training Lean Leaders Monthly Meeting Agenda • • • • • • • Yellow Belt Program Results What’s Worked Well Challenges Lessons Learned In Progress / Future Management Buy-in Background – Health System • Mary Washington Healthcare (MWHC) – Since 1899 • Over 40 facilities and services – Mary Washington Hospital – 437 beds – Stafford Hospital – 100 beds – Emergency and Outpatient Center – Snowden at Fredericksburg – Women’s Health Institute • Approximately 5,000 employees Background – Project Management • Consultant engagement – Lean projects identified • Project Management & Continuous Improvement (PMCI) – September 2010 – Project Management Office – Industrial Engineer/Lean Expert • Corporate Efficiency & Operations Committee • Leadership Commitment to Lean – Executive Leadership Training, July 2011 – Executive Office Training, 2011 Envisioned Roadmap for Lean Consultants identify projects PMCI created with initial staff Associates trained as Lean Leaders & Lean Master Leaders Lean Leaders paired with projects Ongoing Lean communication and education to the Organization Planning for Lean • Lean Training Research – Multiple national providers – Institute of Industrial Engineers (IIE) • Trainee Selection • Lean Green Belt Certification...
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...business present many enterprises with a challenge to limit the production period in a bid to maintain the supply in an ever-innovative market setting. The purpose of this paper, therefore, is to dissect the nature of lean thinking, by investigating the definition of the term lean production and the methods and goals that associate with this concept. In addition to that, this essay will explain into detail how the lean management style differs from the other popular management concepts. As such, the article aims at giving a clear presentation of lean thinking and production and the manner in which they influence the business operations. This will happen through a review of the contemporary literature on the term lean, and a summary of the principles and practises associated with lean thinking as well as the stated purpose of the management style in event management operation. Based on this an in depth evaluation of the validity of lean thinking will be made in line with effective event management operations. Literature review Lean is often a short-term waste reduction and cost cutting technique. Lean thinking, therefore, is set of cost reduction toolkits that form the basis of a programme or initiative. The fundamental concept of creating a successful lean business system lies in achieving the desires of customers at the time they need it (Womack and Jones, 1996). As such, this implies the pursuit of perfect...
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...The Principles, Benefits and Compliance of Lean Accounting As a way to reduce costs, manufacturing businesses today are looking for a leaner approach to production and are focusing on the overall process of producing an item to eventually sell to a consumer. This process is called the value stream, which is defined in Cost Accounting: A Managerial Emphasis as “the value-added activities needed to design, manufacture, and deliver a given product or product line to customers” (Horngren, Datar, & Rajan, 2014, p. 635). With the assistance of technology advancements to support with the communication of the different components of the value stream, processes have been developed, like Just in Time (JIT) production, that allow for the lean production of merchandise. Dan Woods describes this lean production process, in an article published in Forbes: “In a lean process, the demand signals pull the materials through the flow processes and the right number of products is created with as little waste as possible. When all the suppliers of materials are also making their processes lean, the result is that the entire supply chain is extremely responsive and efficient. “ (Wood, 2009) To go along with this lean production system, lean accounting was developed as “a costing method that focuses on value streams, as distinguished from individual products or departments, thereby eliminating waste in the accounting process” (Horngren, Datar, & Rajan, 2014, p. 635). This paper will summarize...
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